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PROJMANICS LTD Project management

PROJMANICS LTD Project management
    PROJMANICS LTD Project management

PROJMANICS LTD Project management

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Abstract

The identified project for PROJMANICS LTD is the development of new, innovative dishwashers. This project helps the business strategically by generating profit for PROJMANICS LTD. The leadership style during the project is democratic. The Project Manager for this project, Joey Brooks, will have the role of planning, implementing and closing the project. The project risks include scope creep/change in scope, insufficient funds, lack of skilled personnel, and some personnel leaving before completion of the project. The project is budgeted to cost £5 million and it would be carried out in a period of 1 year and 6 months.

Project management

Introduction

PROJMANICS LTD is involved in the manufacturing and retailing of innovative electronic products. The project that has been chosen that would generate profit for the organization is the development of a new and innovative product: dishwasher. This novel product is attractively designed, quiet and very energy efficient. This report provides a detailed Project Management plan that details the proposed idea.

Project organizational structure

Company CEO

Matrix organization structure: this organization structure draws employees from dissimilar functional disciplines for assignment to a team without having to remove them from their respective positions. In this organizational management, individuals who possess similar skills are pooled for work task (Perrin, 2009).

 

Project coordination

Staff

Green boxes  represent personnel who are involved in project activities.

Belbin roles: Belbin pointed out that by understanding one’s role in a given team, one can be able to develop his/her strengths and manage his/her weakness as a team member and therefore improve how he or she contributes to the team (Schmidt, 2009). The Belbin model is used in this project in order to create teams that are more balanced. The team roles defined by Belbin are based upon observed behaviour as well as interpersonal styles.

Role Explanation
Action-oriented roles Shaper Leader who is pushy shapes efforts of the team into a cohesive whole
Implementer This individual translates ideas into concrete tasks and carries them out. The individual makes objectives clear, defines roles and tasks
Completer-Finisher Persistently makes the team achieve in time. Injects urgency and raises standards. The individual is compulsive about deadlines (Morris, 2013).
People-oriented roles Coordinator Observes team processes, is detached. Absorbs every alternative and takes the decision of the team. Soothes conflict, encourages.
Team worker Dampens arguments, promotes group harmony. Arrives at logical conclusions by means of analysis. The individual checks feasibility and practicality.
Resource investigator The individual communicates to and from the outside world. He knows a lot of people. He sells ideas to others (Morris, 2013).
Thought-oriented roles Plant The individual is the source of original proposals and ideas. He looks for dissimilar approaches. Has an independent outlook and is concerned with major issues.
Monitor-evaluator The individual is a dispassionate analyst. He or she arrives at logical conclusions through analysis. He or she checks feasibility and practicality.
Specialist Provides unique skills to the project. Has specialist knowledge necessary to implement the project effectively (Morris, 2013).

 

Democratic Leadership style: for this project, the style of leadership that would be adopted during the project life cycle is democratic leadership style. The project manager will invite ideas from the team members during the process of decision-making and then goes with the majority. This style of leadership is also referred to as participative or consultative (Perrin, 2009). Generally, project managers who do not guide or lead at all do not fall under democratic management leadership style. Due to the democracy atmosphere, every member of the project team is allowed input, although this may lengthen the project’s time. Nonetheless, an upside to the democratic management leadership style is employee morale.

Project charter

The project entails new product development for the company; developing dishwashers. Development of a new product is a crucial activity for an organization given that it provides the company with future business opportunity. This project is required since it would enable the company to diversify its product range, increase sales, and improve the company’s profitability. It helps the business strategically by generating profit for PROJMANICS LTD.

With regard to the expectations of the client, PROJMANICS LTD expects a product that is innovative and captivating that would be able to generate profit. The identified product, dishwasher, is innovative and captivating in that it would feature the following characteristics: very attractive design; automated and equipped with an LCD screen highlighting the product’s minimalist style; compact, portable or built-in; various colours, including black, blue, white, and red; made of stainless steel; and two independent drawers. Moreover, the product features spaces designed specifically for small plates and for pans and pot. The product also has an adjustable rack which could be modified to suit the needs of the user.

The project manager in this project, Joey Brooks, cultivates the people skills required for developing communication and trust amongst all the stakeholders of the project: the sponsors of the project, individuals who would utilize the results of the project – dishwasher buyers –, project team members, and individuals who command the required resources. The project manager will have the role of planning, implementing and closing the project; he is responsible for realizing the defined objectives and goals of the project (Stoshikj, Kryvinska & Strauss, 2014).

Critical success factors (CSF): also referred to as Key Results Areas, CSFs are the crucial areas of activity which have to be carried out well if the goals and objectives of the project are to be achieved. Critical success factors help everybody in the project team know precisely what is most significant and this helps people in carrying out their own work within the right context and so pull together toward the same overall goals/objectives (Morris, 2010). For this project, the critical success factors are as follows: (i) agree on goals of the project – it is important to ensure there is an agreement with the senior executives of PROJMANICS LTD, sponsors of the project, in addition to other stakeholders on the project’s goals and purpose. In essence, understandable measurable goals would help in defining the scope of the project. (ii) Develop clearly delineated plans with assigned accountabilities and responsibilities. Every deliverable has to be delineated together with the essential tasks for producing them and possible risks. Responsibilities have to be assigned to the tasks and deliverables with apt due dates and accountabilities (Perrin, 2009). In addition, the process of planning has to include risk management activities as well as communication requirements. It is worth mentioning that developing the schedule of the project is just a part of the planning process. (iii) Cultivate continuous effective communications: the necessary channels of communication required to inform the pertinent stakeholders of the project’s progress should be determined. Project sponsors and PROJMANICS LTD’s management might want regular status reports or they may want only the exceptions and the highlights. The client might also want statements of work as well as progress assessments. Furthermore, members of the project team would need task assignments and frequent updates. The types and frequency of communication for every channel has to be described and managed. This communication plan would have to be included in the project plan and communication should be done regularly (Perrin, 2009). If there is poor communication, the project may fail.

(iv) Manage the scope of the project effectively: the scope is defined during the goal setting and planning phases of the project. In general, it would be fine if the scope of the project does not change, but the scope may actually change. It would be very important for the project manager to constantly be watchful and aware for alterations to the project scope and manage those changes well. (v) Ensure there is support from the senior management: the management of PROJMANICS LTD has to agree that the project is significant and that it would add value to the company. If PROJMANICS LTD’s management sees no value of the project, then they are likely to be unwilling to support it. Without management support, funding resources and human resources for the project may be unavailable.

The high level project scope basing upon business and compliance requirement is as follows:  The project’s purpose is to develop a new product for PROJMANICS LTD Company. The deliverable of the project would be new, innovative dishwashers. There is demand in the marketplace for innovative, novel and ground-breaking dishwashers that are attractively designed, quiet, and energy efficient. The project is therefore intended to meet a market demand. The high-level risks for the project include project not being delivered within the defined time frame, the funds budgeted for the project being inadequate, lack of enough skilled personnel to complete the project, and client changing the requirements. Success would be determined by the Sponsor as soon as the new, innovative product is developed and launched into the marketplace and meets the project objectives without discrepancies.

SMART Objectives: The objectives are Specific, Measurable, Agreed, Realistic and Time-bound. The objectives of this project are:

  1. To develop novel, innovative dishwasher products by December 2016 to generate 25% increase in PROJMANICS LTD Company’s revenue.
  2. To increase profit by 20% by December 2016 through selling 1,300 units of new dishwashers.

High level risks: high-level risks are identified and they would be utilized as the starting point for a more comprehensive analysis of the risks that face the project. The high-level risks for this project include the following: (i) resource risk – the funds set aside for the project, £5 million, may not be adequate to deliver the project. There may also be a scarcity of skills for the project (Carvalho & Rabechini, 2015). (ii) Strategic risk – the money set for the project may be used up in an inappropriate way and impede the ability of PROJMANICS LTD Company to deliver other corporate goals. (iii) Schedule risk – this level of risk may affect the duration of the project. For instance, there could be delays in obtaining the parts for developing the dishwashers. There could also be decision delay for instance decisions pertaining to the specifications and features of the product. Other high-level risks include client insisting on new requirements; client insisting on technical decisions which extend the schedule; important personnel leaving prior to the completion of the project; development of product that does not meet user requirements resulting in redesign and implementation; requirements are not well known at project commencement; and the total product features specified could be beyond what the new product development team are able to deliver within the available time (Carvalho & Rabechini, 2015).

Stakeholders specific to the project: stakeholders are understood as organizations or persons who participate in the project actively, or whose interests might be affected due to implementation of the project or completion of the project (Kerzner & Saladis, 2009). For this project, the stakeholders include PROJMANICS LTD Company, which is the client organization including its senior executives and management; the project team members involved in the execution of the project; and members of the public since they are the end-customers of the new, innovative dishwashers being developed in this project. Other stakeholders include the government since the new, innovative dishwashers must be developed in compliance with the government standards and requirements; suppliers as they would supply the parts used to develop the product; and business analyst.

Project milestones:

  Task Date
1 X1 Feasibility study July 1, 2015
2 X2 Concept testing November 17, 2015
3 X3 Detailed design February 27, 2016
4 X4 Develop and test prototype May 22, 2016
4 X5 Test product July 15, 2016
5 X6 Finalize design September 28, 2016
6 Y1 Set up production (Procure manufacturing capability and start up production) November 12, 2016
7 Y2 Product launch December 3, 2016

The new product development project is expected to cost £5 million.

Issues and approach: the main issues that may be encountered during new product development are uncertainties. These would be managed by having a decision gate or check point/stage-gate – at the ending of major stages. It is notable that the stage-gate methodology fits very well with the typical techniques of project management for instance Gantt chart, wherein the gates would correspond to milestones. In general, the stage-gate approach applies simultaneous engineering and defines obligatory activities for different phases such as develop stage, test stage, and launch stage (Schmidt, 2009).

Project Charter Template

Project Name: New Product Development – Dishwashers

Authorizing the project formally: This Charter formally authorizes the New Product Development Project to design and develop new products for PROJMANICS LTD Company. The new products are dishwashers. A project plan would be formulated and submitted to the Sponsor for her to approve. The project plan would include statement of scope; schedule of the project; cost estimate of the project; budget of the project; as well as provisions for schedule, procurement, resource, scope, risk, stakeholder management, quality, and project control. Every resource would be assigned by the Sponsor of the project, Dora Hitchcock.

Project Scope: The project’s purpose is to develop a new product for PROJMANICS LTD Company. The deliverable of the project would be novel, captivating dishwashers. There is demand in the marketplace for innovative, novel and ground-breaking dishwashers that are attractively designed, quiet, and energy efficient. The project is thus intended to meet a market demand. The high-level risks for the project include project not being delivered within the defined time frame, the funds budgeted for the project being inadequate, lack of enough skilled personnel to complete the project, and client changing the requirements. Success would be determined if the project meets the project objectives without discrepancies.

Project Manager: The Project Manager, Joey Brooks, is authorized to interface with the management of PROJMANICS LTD as required, assign roles within the project’s framework, negotiate for resources, and to communicate the company’s management and contractors, as required, in order to ensure that the project is actually finished timely and successfully. It is the Project Manager’s responsibility to create the project plan, monitor the schedule, scope and cost of the project during execution. He is also to keep control over the project by measuring performance as well as undertaking any relevant remedial action.

Summary of milestone schedule: The plan of the project would be submitted and approved according to the milestone schedule shown below. After the plan of the project is approved, resources would be assigned to the project and then work would begin within 4 business days. The following is the high level schedule:

Date Task
1 July 1, 2015 Project plan complete and approved
2 November 17, 2015 Concept testing completed
3 February 27, 2016 Prototype testing completed
4 May 22, 2016 Pre-test market completed
5 July 15, 2016 Test market completed
6 September 28, 2016 Finalize design
7 November 12, 2016 Set up production
8 December 3, 2016 Launch

Project Budget

The budget for the new product development is £5 million. This amount is to be funded by PROJMANICS LTD’s finance department.

Project Charter template

Work breakdown structure (WBS)

The project has a number of phases such as design of the dishwasher product, testing of the product, production, as well as arranging for marketing of the product. This listing formed the starting point of the high-level WBS.

Table 1: work breakdown structure for dishwasher development

Life cycle of new product development (dishwashers)
X1 Idea generation Identify needs and requirements of the customer
Assess quality of the existing products
Describe the objectives of the new product for instance cost, quality, aesthetic, functional
X2 Concept design Creative generation of idea
Refining the concepts
Retrieving previous design intent
X3 Feasibility study Ensure strategic feasibility such as SWOT
Ensure there is technology capability
Ensure resources are available
Ensure schedule feasibility
Ensure fiscal feasibility
Ensure there is market
Decide whether to proceed or not to proceed
X4 Detailed design Define the specifications
Design the main features
Make drawings
Make prototype
X5 Test product Test for user satisfaction
Test main characteristic such as engineering
X6 Finalize design Evaluate the product design
Seek approval from the board
Rework product design
Freeze the design
Y1 Set up production Acquire the necessary manufacturing capability
Design the tooling
Make the tools
Modify the building
Get the equipment
Find the manufacturing personnel capability
Start up production of the dishwashers
Obtain first parts from production
Test the parts
Confirm quality tolerances
Manufacture in volume
Y2 Arrange marketing Identify the main benefits of the product
Identify the likely users
Plan the strategy for marketing
Produce advertisements and catalogues
Produce rainforest campaign
Y3 Arrange distribution of the new products Create sales chain
Get local representatives
Develop business procedures for ordering, transportation, accounting, as well as repair
Establish technical support capability
Create user manual
Create service manual
Make a decision on conditions of warranty
Get personnel capability
Make lifetime spares requirement
Decommission production
Archive documentation
Closure of project

Project plan and responsibility matrix

Figure 1: Gantt chart showing project plan

Task Name Jul 2015 Aug

‘15

 Oct

‘15

 Nov

17th

‘15

 Nov

19th

‘15

 Dec

‘15

 Jan

2016

 Feb

27th

‘16

 Mar

‘16

 Apr

‘16

 May

22nd

16

 Jun

16

 Jul

15th

16

 Aug

‘16

 Sep

28th

‘16

 Oct

‘16

 Nov

12th

‘16

 Dec

3rd

‘16
Idea Generation
Concept design
Feasibility study
Detailed design
Test product
Finalize design
Set up production
Launch (arrange marketing and distribution of the new products)

Task responsibility matrix

The RACI model is used to develop the task responsibility matrix. RACI means Responsible, Accountable, Consulted, and Informed (Haughey, 2015). Responsible: this individual is the one who carries out the work in order to accomplish the task. In essence, they are responsible for getting the decision made or work performed. Generally, this is one individual, for instance, a business analyst. He/she owns the work. Accountable: this individual is accountable for thorough and proper completion of the task. Haughey (2015) reported that this has to be one individual and is usually the Project Sponsor or the Project Executive. This is basically the role that responsible is accountable to and endorses their tasks or work. Consulted: this is the individual that provides information for the project and with whom there is 2-way communication. The Consulted are often several persons, in most cases they are subject matter experts (Haughey, 2015). He or she delivers the information needed to carry out the work. Informed: these are the individuals that are kept informed regarding progress and with whom there is 1-way communication. The outcome of the tasks affects them so they must be kept up-to-date (Haughey, 2015).

 

Who

 

 

 

Activity

 Project Sponsor Project Manager Business Analyst Project team member, Nancy Frome Project team member, Phil Davies Stakeholder
X1 Idea generation Identify needs of the customer A R I I I I
Evaluate the quality of the existing products A R R R I
Describe the objectives of the new product for instance cost, quality, aesthetic, functional A E C I I I
X2 Concept design Creative generation of idea I A I R R I
Refine the concepts A R C R R I
Retrieve previous design intent I A R R I
X3 Feasibility study Check strategic feasibility such as SWOT I A I R R I
Check technology capability I A R R I
Check for resources available I A R R I
Check schedule feasibility 1 A R R I
Check fiscal feasibility I A I R R I
Check market C I
Make decision to proceed or not to proceed C A C R R I
X4 Detailed design Define the specifications C A R R I
Design the main characteristics C A C R R I
Make drawings C A C R R I
Make prototype C A C R R I
X5 Test product Test for user satisfaction C A R R I
Test main characteristic such as engineering C A R R I
X6 Finalize design Review the product design I A R R R I
Seek approval from the board A R R I
Revise product design I A I R R I
Freeze the design C A C R R I
Y1 Set up production Acquire the necessary manufacturing capability I R I
Design the tooling C A C R R I
Make the tools I R C I
Modify the building C A R R I
Get the equipment C A I R R I
Find the manufacturing personnel capability I A C I
Start up production of the dishwashers C A C R R I
Obtain first parts from production I A C R R I
Test the parts I A C R R I
Confirm quality tolerances I A R I
Manufacture in volume C A C R R I
Product Launch C A I R R I

Project budget breakdown

Project  Budget Breakdown
  Item Description Amount
1 Research costs Costs incurred in conducting research to determine the appropriate design and product specifications for the new product £327,860
2 Labour cost Payment of staff salaries. Staff members include the project team members. There would be 10 participants in the project each would be paid £100,000 for the 18 months of the project £1,000,000
3 Equipment cost Equipment for making the prototype, testing the prototype, and making the final product £945,000
4 Material costs Materials for manufacturing the new product – dishwashers. Some materials are imported from China and Europe since they are not available locally in the United Arab Emirates £1,350,000
5 Facility costs Costs – including utility costs – of using the facility to manufacture new, innovative dishwashers £527,000
6 Overhead costs These include office overheads and other costs that cannot be directly accountable to a cost object £120,000
7 Allowances for contingencies The project scope may change and this would mean an increase in costs £400,000
8 Project consultant Provide vital input as an expert £180,000
9 Other costs Other costs that are specific to the project £150,140
  Total £5,000,000

To monitor and control the specified costs, the following methods would be used: frequently forecasting the project budget; forecasting usage of resources regularly; keeping the project team informed; and managing scope carefully considering that scope creep is a major cause of project overruns (Morris, 2009).

Project risk and analysis management/project health and safety policy

  Risk item Description Action plan to minimize occurrence
1 Shortage of expertise There could be a lack enough skilled personnel to implement the project Hire enough individuals who are skilled enough
2 Customer relations Managing the demand of the client, PROJMANICS LTD Properly understand customer needs and requirements
3 Insufficient funds The budget may not be enough to complete the project Continually forecast the budget and forecast resource usage regularly
4 Change of requirements The client may change the requirements of the project during project execution Prepare for and anticipate scope creep
5 Final product not satisfy customer needs The developed product my fail to meet user requirements resulting in redesign Properly understand customer needs and requirements
6 Project not finished on time Parts may delay Procure all the necessary parts and components on time prior to project implementation

Risk Map

Impact/severity High Insufficient funds Shortge of skilled expertise
Moderate Change of requirements Finished product not satisfy customer requirements Project not finished on time
Low Customer relations
Low Moderate High
Probability

Project Health and Safety problems and solutions

The common problems are illustrated in the table below:

  Problem Solution
1 Serious incidents that involve unguarded machines Machine guarding throughout the premises
2 Poorly ventilated premises Ensure the facility has adequate ventilation
3 Workers working without protective gear or appropriate attire Protective gear and appropriate clothing availed to all personnel
4 Poorly lit workplaces Ensure adequate lighting in the working areas
5 Workers overworked Ensure there are enough workers and no worker works beyond the set time limits

Project Health and Safety Policy Statement: the highest safety and health standards would be maintained throughout the premises for a safe working environment for every employee working with PROJMANICS LTD.

References

Carvalho, M. D., & Rabechini, J, R. (2015). Impact of risk management on project performance: the importance of soft skills. International Journal Of Production Research, 53(2), 321-340. doi:10.1080/00207543.2014.919423

Haughey, D. (2015). RACI Matrix. Retrieved from http://www.projectsmart.co.uk/raci-matrix.php

Kerzner, H., & Saladis, F. P. (2009). What Functional Managers Need to Know About Project Management. Hoboken, N.J.: Wiley.

Morris, P. (2013). Reconstructing Project Management Reprised: A Knowledge Perspective. Project Management Journal, 44(5), 6-23. doi:10.1002/pmj.21369

Perrin, R. (2009). Real World Project Management: Beyond Conventional Wisdom, Best Practices, and Project Methodologies. Hoboken, N.J.: Wiley.

Schmidt, T. (2009). Strategic Project Management Made Simple : Practical Tools for Leaders and Teams. Hoboken, N.J.: Wiley.

Stoshikj, M., Kryvinska, N., & Strauss, C. (2014). Efficient Managing of Complex Programs with Project Management Services. Global Journal Of Flexible Systems Management, 15(1), 25-38. doi:10.1007/s40171-013-0051-8

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Competitive Review of Debt and Equity Mix

Competitive Review of Debt and Equity Mix
Competitive Review of Debt and Equity Mix

Competitive Review of Debt and Equity Mix

Order Instructions:

This is the last section of this paper and so far to be honest it has not gone very well as expected. The writer will have to complete this section and then I will send back all section of the paper with the comments from the prof for the entire paper and we make all amendments using the templates. The paper must be exactly as the templates before it will be finally graded for the final grades. But for this 2 days the writer should complete this section first and reverts while I gather all the other section so that we can revise it and make amendments base on the templates provided.
Hear beloe the writer will complete this section as you will notice it is clearly mentioned in one of the questions that we will need a table or an appendix so the writer should take note of that. Also they have mentioned that the writer will have to refer back to previous work to be able to complete this sections of the paper so let him take note of all that as we don’t have any chances hear to miss on anything. He must also obtain the latest information mentioned hear and include that in the paper in the appendix section, while referencing it in the discussion.

• Investment Analysis and Recommendation Paper – continued

This week you will prepare the final section of your Investment Analysis and Recommendation Paper, consisting of the capital structure choices, as well as an executive summary of your research.

You will examine the mix of debt and equity that your firm uses. After finding this information:
• Compare this to an industry average or a main competitor. What are the differences?
• Based on what you know about your selected company, do these differences seem appropriate?
• Relate your company’s capital structure choices to the appropriate capital structure theory (ies).
Also, as a component of your executive summary, obtain the current stock price for your company and use it as an additional calculation. Based upon all of your research, would you recommend investing in this company? Justify your answer.

SAMPLE ANSWER

Debt and Equity

Competitive Review of Debt and Equity Mix

The cost of equity is more expensive than the cost of debt. But the optimal structure of the company shows that equity capital is preferable to the company than the debt. The ratio of debt to equity in 2014 – 2012 was 4:6

APC 2014 2013 2012
Equity 19,725 21,857 20,629
Debt 15092 13065 13269
debt/Equity 0.4 0.4 0.4

 

Table 5

Market Value of Equity

APC 2014
Shares outstanding   52 million
Price as of 13.36 per share

Market value of equity

  

721 million
CAPM 27.35

 

(Yahoo Business Finance, n,d).

Debt

The cost of debt for APC for 2014 was 5.1 while for the years 2013 and 2014 it was 5.2 and 5.5 respectively.

APC (millions) 2014 2013 2012
Long term Loan 15092 13056 13269
Interest paid 772 686 742
Cost of debt 5.115 5.254 5.592

 

Table 6

Cost of Debt

APC 2014
Long term debt

Current Portion of Debt

Total Debt

                    15092 m

–

15092
Cost of Debt % before taxes                    4%
Tax Rate                       35.8%

 

 

       (5)

Weighted Cost of Capital

Table 7

Weighted Cost of Capital Raw Data

Company name Value $ %
Equity (Rs)                19,725              0.566
Debt (Rb)                15092        0.433
Total Value                 34,817            1

 

(6)

= 15,092/34817 x 0.57 + 15092/34817 x 0.47 (1-0.358)

= 4.51%

Capital Budgeting Assumptions

The assumptions made are that the business has been taken as a going concern and it has been assumed that the directors of the business have no intention of closing the company in the near future (Brooks & Mukherjee, 2013).

Capital Structure Theories

The capital structure of APC reveals that the debt to equity ratio 4:6. It means that the ratio is optimal for the operations of the company. The capital structure theories can be traced to Modigliani and miller. The theories assume that the cost of capital is reflected by the country’s risk free rate which is also assumed to be constant while the growth rate is assumed to be zero as all the earnings supposedly paid out as dividends. The investors are assumed to have homogenous expectations while the market is perfect. The risk free rates have been taken as 4% while the calculated interest rates for APC are approximately 5% (Ross, Westerfield & Jaffe, 2013).

The theories state that the cost of equity is more expensive than the cost of equity especially where the concerned company has a lot of assets. The trade off theory applies partially to the capital structure of the firm as its struggling to maintain a balance between the debt and equity capital.

Summary

The shares of the company are fair and the prices of the shares are also high. In the last five years the shares of APC have fluctuated constantly between 80 and 83 but the lowest share price was 47.41 recorded in August 2010 while the highest was 112.69 recorded in August 2014. At 84.79 dollars the shares are very expensive but the company is facing a positive future given that the profits are reducing (Berk, DeMarzo, Harford, Ford, Mollica & Finch, 2013).

The company should analyze why the cost of sale is increasing rapidly from 10% in 2013 to 13% in 2014. I would certainly not invest in this company in the short term as the profits are currently non-existent and the situation is worsening. The net income for the last financial period  dropped by a significant margin  while the cost of goods also increased from 10% in 2013 to 13% in 2014.

Reference

Ross, S. R., Westerfield, R. W., &Jaffe, J. (2013). Corporate finance (10thed.). NY: McGraw-Hill.

Berk, J., DeMarzo, P., Harford, J., Ford, G., Mollica, V., & Finch, N. (2013).

Fundamentals of corporate finance, Pearson higher education au.

Brooks, R., & Mukherjee, A. K. (2013). Financial management: Core concepts. Pearson.

Yahoo Business Finance (n,d) APC retrieved June 25 2015 from http://finance.yahoo.com/echarts?s=APC+Interactive#{%22range%22:%225y%22,%22allowChartStacking%22:true}

Appendix A

Anadarko Petroleum Corp Year 2014 Year 2013 Year 2012
Net Income -17,750 801 2,391
Revenue 18470 14581 13411
Assets 61,689 55,781 52,589
Equity 19,725 21,857 20,629
Debt 15092 13065 13269
GP 15,085 11,598 10,717

Appendix B

Appendix C

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Individualism vs Commuunitarianism

Individualism vs Commuunitarianism
Individualism vs Commuunitarianism

Individualism vs Commuunitarianism

Order Instructions:

Drawing only on the readings for this topic, examine the tensions between the claim to individual autonomy and the obligation to conform to the expectations of the wider community. Answer with reference to immunization. You should discuss the tensions firstly in the broader, theoretical context, before using your chosen issue to illustrate the tensions. In other words, the issue is not the thesis or focus of the discussion of the essay—the issue merely illustrates the discussion. You can draw on sources from outside the reader but only to give the issue some context.

SAMPLE ANSWER

Individualism vs Commuunitarianism

Introduction

            The friction between liberalism and communitarianism has become a prominent centre of argument in the world and today the issue remains both extremely complex and to a larger extent not resolved. Some scholars feel that it is an impasse between individual independence and communitarian thinking that dictates the differences. The constitution which is composed of the bill of rights talks about the rights of each person in the society. These principles are contained in the liberal argument. However, on the other hand, those who support communitarianism believe that a society is a social set up hence people complement each other (Coltheart, 2013).

Discussion

The health of the public health is controlled by rules and regulations. Communicable diseases require immunization so as to contain them. However, whether to force people to get immunized or to let people decide for themselves has remained a very controversial subject. To assume that it is easier to achieve human dignity without prior consideration of their social surrounding is to fail to appreciate the community as the defining factor of people’s identity. Communitarian critics argue that human rights advocates are the main cause of social breakdown. Human rights have been used to promote individual freedom. The customary law according to some scholars is used to enhance independence hence some level of worthiness among individuals. These factors promote social characters that ensure the community is well protected away from any form of threat like the infectious disease.

According to some scholars, communitarianism places more emphasis on the importance of respecting independence of every individual hence human rights. This is in contrast to the perception that they propose adherence to the universally acceptable principles which guide the way people behave.

On the other hand, based on individual autonomy, philosophers argue that the principle comes with a moral obligation. An individual has the powers to choose and evaluate each decision before agreeing to do anything. According to this principle, an individual is not mandated to subscribe to a universally accepted norm in society.  Based on this argument, an individual is perceived to be rational hence reasons and makes an independent move. In the case of immunization, an individual is able to reflect on the end results of this undertaking including those he or she thinks are right and wrong. Individual analyses under liberal theory entails considering the effects that a decision has on others. The most important of all the interests thought about is the one that stands at a maximum point. Therefore the individual decision will be the one that enhances justice and protects individual rights to existence and liberty.

However, according to the communitarian critics of liberalism, the perception of individual autonomy in line with moral principle is not real. Based on this point, it is argued that moral agents in a realistic society do not decide what they want to do.  Such kind of people does not have a uniform standing point in terms of their moral principles. Moral standpoint is ultimately determined by the environment. Based on this argument, what is considered moral is very particular hence deciding on what is moral is not very possible. According to Communitarians, what is good dictates what is right. A complete moral principle should therefore constitute all these moral norms (Kymlicka, 2012).

According to the above argument, communitarian as compared to individual autonomy respects the shared understandings of different individuals. However, liberal principles challenge the communitarian point of view in terms of moral identity of the whole society. In addition, the principle challenges the fact that internal evaluation is capable of differentiating between good and bad practices within the society.  The liberals criticize the thinking that communitarian represents the views of all the people. According to these proponents, communitarianism only represents few individuals in the society (Mulhall & Swift, 2014).

Immunization is perceived by communitarians as being a direct link with the people within a society. The result of this association benefits every individual within the society. The shared good among all the individuals within the community enhances the bonding of all the members. Moral standing of the entire community is well defined by these principles besides its justification (Okin, 2013).

Conclusion

            Individual independence and communitarian engagement are both very important principles when it comes to adoption of an immunization program. Every decision taken by either an individual or the entire community has a direct impact on the livelihoods of the whole society. The most important factor that dictates the way people behave in a society is the moral principles. One has to consider individual interest and the interest of the entire community when making any decision. Consequently, both principles are good hence ought to be chosen based on individual preferences. This move will eliminate cases of tension within the society when it comes to the immunization program which is a social activity.

References

Coltheart, L. 2013. ‘Desire, Consent and Liberal theory’ in C. Pateman & E. Gross (eds.), Feminist Challenges: Social and Political Theory. Boston: NorthEastern University Press

Kymlicka, W. 2012. Liberalism, Community and Culture. Oxford: Clarendon Press

Mulhall, S. and Swift, A. 2014. Liberals and Communitarians. Oxford: Blackwell

Okin, S.M. 2013. ‘Humanist Liberalism’ in N.L. Rosenblum (ed.), Liberalism and the Moral Life. Massachusetts: Harvard University Press

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Protocol for Diagnosis, Management, and Follow-Up Care

Protocol for Diagnosis, Management, and Follow-Up Care
Protocol for Diagnosis, Management,                    and Follow-Up Care

Application: Protocol for Diagnosis, Management, and Follow-Up Care of Growth and Development and Psychosocial Issues

Order Instructions:

Application: Protocol for Diagnosis, Management, and Follow-Up Care of Growth and Development and Psychosocial Issues

As pediatric patients grow from infancy to adolescence, there are many common growth and development and psychosocial issues that may potentially present. As an advanced practice nurse caring for these patients, you must be able to recognize red flags and select age-appropriate assessment and treatment options. In this Assignment, you prepare for your role in clinical settings as you design an age-specific protocol for the diagnosis, management, and follow-up care for a common growth and development or psychosocial issue.

To prepare:

•Reflect on the age group and the growth and development or psychosocial issue of a toddler.

•Think about the epidemiology of the issue.

•Consider an age-appropriate protocol for the diagnosis, management, and follow-up care of the issue you selected.

•Think about how culture might impact the care of patients that present with this issue.

To complete:

Write a 2- to 3-page paper that addresses the following:

•Explain a growth and development or psychosocial issue that might present in the age group you selected. Include the epidemiology of the issue in your explanation.

•Explain an age-appropriate protocol for the diagnosis, management, and follow-up care of this issue.

•Explain how culture might impact the care of patients who present with the growth and development or psychosocial issue you selected.

Note: The School of Nursing requires that all papers submitted include a title page, introduction, summary, and references. The Sample Paper provided at the Walden Writing Center provides an example of those required elements available at http://writingcenter.waldenu.edu/57.htm). All papers submitted must use this formatting.

SAMPLE ANSWER

Protocol for Diagnosis, Management, and Follow-Up Care

Developmental Issues in Toddlers

Nurses identify red flags in situations where children fail to meet the expected developments. There are guidelines that allow nurses to determine whether children exhibit a normal course of growth. In the toddler stage, for example, children are expected to exhibit tendency to seek independence (MacLeod, 2013). Aspects of growth considered in identifying red flags include gross and fine movements, communication, as well as emotional and social interactions (Queensland Government, 2010, Pg. 1). The capabilities that children attain at different stages allow for the evaluation of their growth pattern. Children may also exhibit traits that could suggest abnormalities. Both failure to express certain traits and expression of abnormal characteristics raise alarms termed as red flags.

Sleep disorders are possible developmental ailments that toddlers could express. Both excessive and reduced sleeping during toddler stage could be developmental disorders (Patient, 2015). Toddlers should develop the circadian pattern if their growth is normal. Common sleep abnormalities that toddlers express include difficulties in settling in beds, and unexpected waking up at night (Stores, 2009, Pg. 83). Other disorders include sleep apnea, periodic limb motion, and restless legs complex (Stores, 2009, Pg. 83). Epidemiological investigations show that approximately 30% of children experienced sleep disorders. Research shows that toddlers could have more of night-time waking compared to other age groups (Stores, 2009, Pg. 84). On the other hand, older children could have more nightmares compared to toddlers (Stores, 2009, Pg. 84). Toddlers with other developmental complications such as psychosocial insufficiencies are most affected by sleep disorders.

In assessing and diagnosing sleep disorders in toddlers, practitioners should obtain an informative history, and then conduct physical examinations on their clients. In most cases, evaluating toddlers on cognitive and developmental abnormalities is essential (Moturi & Avis, 2010, Pg. 24). Healthcare practitioners should differentiate normal sleeping from the abnormal type. For instance, it could be appropriate for toddlers to take habitual naps while it would be pathological for older children (Moturi & Avis, 2010, Pg. 24). Tools necessary in diagnosing sleep abnormalities include polysomnography. The tool is of particular importance for the assessment of obstructive apnea (Moturi & Avis, 2010, Pg. 24). It is advisable that healthcare providers involve parents in the management of sleep disorders in toddlers. Parents, guardians and other family members are likely to offer information that would enhance the understanding the etiology of sleep abnormalities in toddlers (Moturi & Avis, 2010, Pg. 24). Parents can also facilitate follow-ups, especially by recording patterns of sleep shown by their young ones. In addition to finding use in follow-ups, sleep diaries also provide rich information that is important to history collection (Moturi & Avis, 2010, Pg. 24). It is also advisable that practitioners screen toddlers for sleep disorders other than the already established ones. It is common for other abnormalities to accompany primary sleep abnormalities. For instance, cognitive impairment and day-time drowsiness could accompany sleep apnea (Moturi & Avis, 2010, Pg. 24).

Culture influences the diagnoses of sleep complications in toddlers. For instance, some cultures could encourage co-sleeping while others may not (Moturi & Avis, 2010, Pg. 24). The occurrence of certain sleep trait could be normal in some cultural setups while the same could call for complaints in other cultures. Lifestyles adopted through culture could also impact on both assessment and management of sleep disorders. Practices such as watching the television could certainly affect sleeping patterns in toddlers (Moturi & Avis, 2010, Pg. 24).

References

MacLeod, S. (2013). Erik Erickson. Simply Psychology. Retrieved from http://www.simplypsychology.org/Erik-Erikson.html

Moturi, S. & Avis, K. (2010). Assessment and treatment of common pediatric sleep disorders. Psychiatry (Edgemont), 7(6), 24-37.

Patient. (2015). Common behavioral problems in children. Retrieved from http://patient.info/doctor/common-behavioural-problems-in-children

Queensland Government. (2010). The red flag: early intervention referral guide for children 0-5 years. Retrieved from https://www.health.qld.gov.au/rch/professionals/brochures/red_flag.pdf

Stores, G. (2009). Aspects of sleep disorders in children and adolescents. Dialogues in Clinical Neuroscience, 11(1), 81–90

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Pediatric Care Journal Entry Assignment

Pediatric Care Journal Entry
Pediatric Care Journal Entry

Pediatric Care Journal Entry

Order Instructions:

To prepare for this course’s Practicum experience, address the following in your Practicum journal:

*Explain what most excites and/or concerns you about pediatric clinical experiences. Include a description of your strengths and weaknesses in terms of working with children and how these strengths and weaknesses might impact your Practicum experience.

*Select and explain a nursing theory to guide your practice with pediatric patients.

*Based on your strengths, weaknesses, and theory of nursing practice, develop goals and objectives for the Practicum experience in this course. Be sure to consider the NAPNAP Position Statement on Age Parameters for Pediatric Nurse Practitioner Practice from this week’s Learning Resources.

*Create a timeline of Practicum activities based on your Practicum requirements.

SAMPLE ANSWER

Pediatric Care Journal Entry

It is a concern for nurses to find pediatrics agonizing in pain. Ensuring that children receive nursing care is an obligation for pediatric nurses. I am strong in that I ensure that patients experience minimum pain when in my hands. When measuring pain levels, I assess pediatric patients’ physiologic and behavioral reactions as expected (Vincent, Wilkie, & Wang, 2011, Pg. 825). However, I also have weaknesses when handling pediatric patients. For instance, I find myself relying too much on behavioral reactions of patients when assessing pain intensity. At times, I apply the technique to children who are beyond four years of age, yet the group can sufficiently describe the level of pain they experience. Both my strengths and weaknesses influence the quality of care that I give to pediatrics. As suggested by my strengths, I offer high-quality care to children less than four years old. On the other hand, my limitation leads to the provision of non-standard care to older groups.

Kolcaba’s Comfort Theory

The comfort theory would guide my nursing practice efficiently. The theory approaches care from its physical, sociocultural and psychosocial aspects (Blackburn, 2014, Pg. 21). Comfort theory also includes recognizing pains that patients feel. The acknowledgments offer relief, especially to pediatric patients (Blackburn, 2014, Pg. 21).

Practicum Objectives

  1. To attend more than twenty pediatric patients within the time limits of the practicum.
  2. To assess and diagnose more than ten pediatric patients who express severe pains.
  3. To evaluate pain in more than five pediatrics aged beyond four years.
  4. I will prescribe appropriate analgesic medications for more than ten pediatric patients.
  5. To assess the efficiency of both pharmacologic and non-pharmacologic pain management strategies in more than ten
  6. I will promote the health of pediatrics through advocacy, good practice, research, and appropriate leadership as expected of pediatric nurse practitioners (NAPNAP, 2008, e2).

Week 1 Entry

I will identify pediatric inpatients to whom I will attend during the practicum. I will also collect the adequate history of my patients of interest. I will establish the level of pain and prescribe analgesic medications to more than five patients.

References

Blackburn, K. J. (2014). Emergency nurses’ knowledge of pediatric complaints. University of Kentucky College of Nursing. Retrieved from http://uknowledge.uky.edu/cgi/viewcontent.cgi?article=1015&context=dnp_etds

National Association of Pediatric Nurse Practitioners. (2010). NAPNAP Position statement on age parameters for pediatric. Journal of Pediatric Health Care, 22(3), e1-e2. doi:10.1016/j.pedhc.2008.02.007

Vincent, C. V. H., Wilkie, D. J., & Wang, E. (2011). Pediatric nurses’ beliefs and pain management practices: an intervention pilot. Western Journal of Nursing Research, 33(6), 825–845. doi:10.1177/0193945910391681

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A results approach to measuring performance

A results approach to measuring performance
             A results approach to measuring                           performance

How would a results approach to measuring performance build relationships?

Order Instructions:

Please read the following then answer the question in the end:

Performance management is central in the workplace as it provides a benchmark for managers and supervisors to measure employee performance. Performance management is also imperative to enable managers determine if employees can meet organizations objectives. Performance measurement is a practice or collecting, analyzing and reporting individual performance in an organization. It encompasses studying company’s processes to determine if the business processes output are in line with the company’s objectives (Bititciet al., 2012 pg 306).

The purpose of this paper is to come up with the most appropriate Performance Measurement Approach to be employed by Paychex, Inc in assessing account executives. On the same note, the paper discusses the notion that developing good relationships within the industry is paramount for the success of Paychex, Inc.

Account executives at Paychex, Inc work on their own with little supervision from Their managers. Apart from the headquarter office at Rochester, account executives work at different offices nationwide. Their duties vary ranging from training new account executives, performing client needs analysis, establishing clients on the host processing system, and supporting clients during the initial stages in receiving payrolls. On the same note, account executives perform administrative functions such as documentation, scheduling and making client calls among other duties. Therefore, due to the nature of their duties, the best Performance Measurement Approach that can be employed by managers to assess executive account performance is the result based approach.

The pros for this approach is that it requires less time, lower cost, and the information collected are objective oriented. The tool that will be employed in performance result based approach is Management by Objectives (MBO). The managers at Paychex can set corporate objectives, set and align account executive objectives, monitor their performance, evaluate their performance based on their results (Jääskeläinen et al., 2012 pg 54). On the same note, the managers should reward performing account executives as a way of motivating them to perform even better.

The result based performance approach is ideal for this case because of the nature of account executive jobs. That is, they work with minimal supervision from their managers. The managers should, therefore, use the results of their duties to assess their performance.

Companies in the digital era are becoming more conscious of the importance of good relationships within the organization and the external business environment. Be as it may, the success of an organization may depend on having a good strong relationship with external organizations within the industry. Good organization relationship with the external environment helps fill gaps within the market and hence enable a company to focus on producing core product and services.

Having a good relationship with other organization within the industry can help Paychex Inc in the following ways: A good relationship within the industry can help the organization to access international markets. That would not have been easy without good relationships. Relationships with customers enable a company to develop products that fit customer needs. And as such, develop better products that fit the entire market. Having good networks with other stakeholders within the industry can enable a company to access resources such as capital, intellectual property buildings, and many others (Justus Chris, 2011 nd). Organizations work under association’s umbrella to help in increasing credibility, to spread risks and rewards as well as increase standards in the adoption of new technology.

On the other hand, good relationships in the workplace can help in improving teamwork, employee morale and as such increase productivity of the organization. Having a good team of well-motivated employees is also paramount when it comes to improving the organization’s reputation.

For Paychex, the best performance appraisal method is absolute standards methods such as Critical Incidents, Behaviorally Anchored Rating Scale (BARS) and Management by Objectives (MBO). The best for evaluating account executives will be Management by Objectives. This system is ideal because it aligns organizations objectives with the quantitative measures such as profits, defects in units produced as well as the number of sales (Lunenburg, 2012 pg 3).

In conclusion, Paychex, Inc can use results-based approach to measuring the performance of account executives. Result based approach is ideal because it is less costly, objective oriented and less costly. By and large, organizations must have good relationships within the industry as it helps in networking and enabling a company acquire other items that would not have been otherwise easy. Finally, the best appraisal system Paychex can employ is the absolute standard method using MBO tools.

The Question:

I am somewhat conflicted in your reply. You suggest results approach to measures, yet you note the need for building relationships. How would a results approach to measuring performance build relationships and is this consistent with their strategic plan?

SAMPLE ANSWER

A results approach to measuring performance

How would a results approach to measuring performance build relationships?

A results-based approach to measuring performance to a large extent results in the creation of effective working relationships. This is especially so where team work is desired in achieving set objectives. Kuzu and Özilhan (2014, p. 1371) notes within any organization, people and departments need to complement each other in order to promote the overall goal of the organization. In order to achieve good results and thus score well in terms of performance, employees must be willing to create better relationships with their colleagues and thereby reap from mutual benefits that may arise from these relationships including knowledge sharing and other inter-departmental links (Kuzu and Özilhan, 2014, p. 1371-1372). It would be impossible for an individual to perform exceptionally by themselves and colleagues play an important role in determining the final outcome.

The result based approach requires that the management constantly follows up on employee performance in order to determine whether set objectives are being met. Through such interaction, important matters including any challenges facing employees in their bid to achieve results can be discussed (Eisenbeiss, Knippenberg and Fahrbach, 2015, p. 635). Furthermore, result-based approach tends to alienate employees from their supervisors because managers are mostly interested with the results and managers must therefore proactively seek to maintain a good relationship with employees in order to promote performance outcomes.

In terms of external stakeholder relationships, the same quest to achieve impressive results applies as in the case of internal relationships. Kumar, Heide and Wathne (2011, p. 1) note that creating a good relationship with external stakeholders including customers, suppliers and peer organizations is beneficial for any profit-oriented business. A good relationship with customers for example ensures that an organization is the preferred choice among competitors and thereby this maintains its profitability level. It also ensures that products are tailored to meet customer needs. This is in line with Paychex Inc’s strategic plan which aims to give the best for its numerous customers in order to maintain its market. Good relationships with organizations in the same industry on the other hand ensures that employees can learn from each other and bring in additional expertise; which may play a significant role in enhancing performance (Kumar, Heide and Wathne, 2011, p. 3 – 4). In order to get better results and promote their performance, employees at Paychex Inc are likely to build better relationships. In line with Paychex’s strategic plan, Paychex relies on multiple partnerships to fuel its business and external relationships are thereby vital in promoting performance.

Reference list

Kuzu, Ö, & Özilhan, D 2014, ‘The Effect of Employee Relationships and Knowledge Sharing on Employees’ Performance: An Empirical Research on Service Industry’, Procedia – Social And Behavioral Sciences, 109, 2nd World Conference on Business, Economics and Management, pp. 1370-1374, ScienceDirect, EBSCOhost, viewed 22 June 2015. Retrieved from http://eds.a.ebscohost.com/eds/detail/detail?sid=71999945-a415-4e36-b2fe-1dc29dcb7c5a%40sessionmgr4002&vid=0&hid=4113&bdata=JnNpdGU9ZWRzLWxpdmU%3d#db=edselp&AN=S1877042813052786

Eisenbeiss, S, Knippenberg, D, & Fahrbach, C 2015, ‘Doing Well by Doing Good? Analyzing the Relationship Between CEO Ethical Leadership and Firm Performance’, Journal Of Business Ethics, 3, p. 635-651, Academic OneFile, EBSCOhost, viewed 22 June 2015. Retrieved from http://eds.a.ebscohost.com/eds/pdfviewer/pdfviewer?sid=f7ed0ba7-c131-4c19-8bd3-4bd8e6e9c7f6%40sessionmgr4003&vid=0&hid=4113

Kumar, A, Heide, J, & Wathne, K 2011, ‘Performance Implications of Mismatched Governance Regimes Across External and Internal Relationships’, Journal Of Marketing, 75, 2, pp. 1-17, Business Source Complete, EBSCOhost, viewed 22 June 2015. Retrieved from http://eds.a.ebscohost.com/ehost/pdfviewer/pdfviewer?sid=4ff108b1-789e-445f-818e-487da462cb6e%40sessionmgr4003&vid=0&hid=4213

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Research Problem and Social Change

Research Problem and Social Change
Research Problem and Social Change

Doctoral Study Proposal Draft: Your Research Problem and Social Change

Order Instructions:

*****my doctoral topic is determining methods for leaders to motivate a multi generational workforce.

!!!!please complete assignment in connection with my doctoral topic !!!!

Doctoral Study Proposal Draft: Your Research Problem and Social Change

As part of your Doctoral Study Proposal, you will articulate the potential ways in which your proposed research project will positively affect social change. Keeping your goals in mind, and thinking about the literature that you have reviewed, you should be able to formulate a clear statement of the problem you have identified for your doctoral study research. Recall that a research problem worthy of a doctoral study must be broad enough to be significant to others outside your immediate school community. It must also be specific enough, however, that a research project can be designed to examine it.

•Discuss how your research problem is sufficiently significant to be of interest to leaders who have a goal of positive social change.

SAMPLE ANSWER

Research Problem and Social Change

Determining methods for leaders to motivate a multi-generational workforce

Research problem

In America today, 4 different generations in the place of work are working side by side. The existence of multi-generational labour force in business organizations presents unique challenges to business leaders of today. It is worth mentioning that a lack of understanding with regard to generational differences basically increases employee turnover, lowers productivity, and contributes to conflict in working relationships (Marston, 2010). Younger employees could become disenfranchised with well-established and ingrained hierarchical structures. Older employees could become aggravated by an apparently aloof younger generation. In addition, the leaders who have the responsibility of leading this broad labour force could become frustrated with everybody.

An important way of thriving in this intermingled labour force is to raise one’s awareness regarding the members of the other generations. Workforce of different generations can be classified as follows: (i) The Bridgers or Geneneration Y or NeXters are those aged twenty-five years and below. People in this group are confident and the most tech-savvy than any other group. In addition, they are early adopters of any online sharing platforms and technology. They have a more relaxed way of working which their more experienced workmates may interpret as disrespect (Hillman, 2014).

(ii) The Busters or Generation X are aged between twenty-five years and forty-five years. They are keen on using the most recent technology and utilize online information sharing sources in getting their work tasks done quicker and better. They often seek immediate esteem and recognition from their workmates. Their senior co-workers may consider them as arrogant and impatient (Hillman, 2014). (iii) The Boomers make up the biggest cohort and are aged between 45 years and 65 years. Individuals in this group are service-oriented and focused. Their weakness is that they could be easily left behind on technology. (iv) The Builders or traditionalists or veterans or the Silent Generation are aged between 65 years and 85 years. They are loyal and dedicated, which is their strength. Their weaknesses are their resistance to workplace changes and technology (Hillman, 2014). In essence, each of the aforementioned generation is characterized by different commonalities. Each of these generations is motivated by a different set of values, rewards, communication preferences, and work styles.

Therefore, it is important to determine ways in which leaders can motivate these multigenerational workers. Managers and business leaders should make decisions which are consistent with the culture of their organization and develop a work environment which engages staff members of dissimilar life experiences, education, goals, work styles, and age (Marston, 2010). Researchers have reported that individuals who are contented at the workplace are more productive and remain with their business organizations for a much longer time. Furthermore, individuals who are happy at the workplace have less sick days and utilize less healthcare services. Employees who are happy are also more satisfied in their personal lives compared to their work-weary counterparts (Pitt-Catsouphes & Matz-Costa, 2009). Therefore, it is clear that happiness at the workplace seeps into life outside of the workplace.

Each generation – Y, X, Boomers, and Traditionalists – usually exhibits diverse work ethics, learning styles, and communication styles, and has a dissimilar approach to decision-making and problem solving. The leader/manager should identify every sub-group so as to recognize these dissimilar needs as this would result in a happy and motivated team and a productive place of work (Pitt-Catsouphes & Matz-Costa, 2009). All in all, every generation has a specific way of working and seeks dissimilar things.

References

Hillman, D. R. (2014). Understanding Multigenerational Work-Value Conflict Resolution. Journal Of Workplace Behavioral Health, 29(3), 240-257.

Marston, C. (2010). Motivating the ‘what’s in It for Me?’ Workforce : Manage Across the Generational Divide and Increase Profits. Hoboken, NJ: Wiley.

Pitt-Catsouphes, M., & Matz-Costa, C. (2009). The multi-generational workforce: Workplace flexibility and engagement. Community, Work & Family, 11(2), 215-229. https://www.doi:10.1080/13668800802021906

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Communication System Term Paper Available

Communication System
Communication System

Communication System

Order Instructions:

2- How does a mobile node secure registration messages using the FA Challenge mechanism?

3- To verify the integrity of a message that has an authentication extension appended, what does the recipient do?

4- What are the main differences between IPv6 and IPv4?

5- Consider a Mobile Node with a single interface whose Home Address is 192.168.10.30 and Home Agent is 192.168.10.1. Let us assume that the MN roams away from home to FA 192.168.100.6, and then to another FA, 192.168.200.6. It then finds itself still roaming, but not within the domain of a FA. At this point, it obtains a Collocated CoA and continues to roam. After some times, it returns home. Explain step by step of the sequences of the above problem.

6- Describe macro mobility and micro mobility in mobile IP.

7- Explain the differences between WiFi and WiMax.

8- True or False: Before a 802.11 station transmits a data frame, it must first send an RTS frame and receive a corresponding CTS frame.

9- Consider a 802.11 mobility environment in which a wireless station moves from one BSS to another within the same subnet. When the APs are interconnected with a switch, an AP may need to send a frame with a spoofed MAC address to get the switch to forward frames properly. Why?

10- Suppose there are two ISPs providing Wi-Fi access in a particular café, with each ISP operating its own AP and having its own IP address block.
A. Further suppose that by accident, each ISP has configured its AP to operate over channel 11. Will the 802.11 protocol completely break down in this situation? Discuss what happens when two stations, each associated with a different ISP, attempt to transmit at the same time.
B. Now suppose that one AP operates over channel 1 and the other channel 11.

11- Consider two mobile nodes in a foreign network having a foreign agent. Is it possible for the two mobile nodes to use the same care-of address in mobile IP? Explain your answer.

12. Consider the following scenario. Node A is registered with a Home Agent (HA) in Austria under the IP address 1.0.0.10. Node B is registered with a HA 2.0.0.1 in Belgium under the IP address 2.0.0.10. Both nodes are initially in their home networks.
• Node B moves to a subnet in Switzerland controlled by a Foreign Agent (FA) 3.0.0.1.
• Node A initiates a TCP connection with node B (node A knows B’s domain name).
• Node A moves to the same Swiss subnet, and then continues using the same TCP connection.

13. Describe all relevant packets exchanged between all entities in this scenario, assuming that
nodes A and B use
a. Basic Mobile IP with a FA COA.
b. Basic Mobile IP with co-located COA.
c. Mobile IP with the reverse tunneling extension (FA COA or co-located COA). (Hint: You might want to look at RFC 3024 to get some details right.)
d. Mobile IP with the route optimization extension. Can both FA COAs and co-located COAs be used with this extension?

14. Describe the type of exchanged packets, and the IP addresses they contain.

15. Mobile IP
a) List the entities of mobile IP and describe data transfer from a mobile node to a fixed node and vice versa. Why and where is encapsulation needed?
b) Show the steps required for a handover from one foreign agent to another foreign agent.
c) Name the inefficiencies of mobile IP regarding data forwarding from a corresponding node to a mobile node. What optimizations are possible and what additional problems do they cause?
d) Explain packet flow if two mobile nodes communicate and both are in foreign networks. What additional routes do packets take if reverse tunneling is required?
e) Show the structure of the packets of each step (slides 9-10) between the original mobile user and the (now mobile) correspondent.

16. What are the problems with TCP over wireless network?

17. Snoop:
f) We described the snoop protocol when the MH is the TCP-receiver. What is the problem with snoop when the MH is the TCP-sender?
g) Describe a possible solution to this problem

18. According to RFC 2581 on TCP congestion control, a TCP receiver should use the delayed ACK algorithm. This algorithm gives the receiver the option to delay an ACK, if it is for an in-order segment, but must acknowledge every second full-sized segment. What are the main drawbacks of this algorithm in wireless networks?

19. Consider two mobile nodes in a foreign network having a foreign agent. Is it possible for the
two mobile nodes to use the same care-of-address? Explain your answer.

20. Consider a mobile node MN from network X. The user of MN wishes to communicate with a corresponding node CN in network Y. The node MN moves from X to a foreign network A.
• Describe the sequence of messages that are required in Mobile IPv4 so that MN and CN can continue
to communicate. Give the purpose of each message, where it is from, where it is to, and the path that it takes. Include both the user data messages and the Mobile IP control messages.
• Now, consider the case where CN moves to foreign network B while MN is still in the foreign network A. Can CN and MN still communicate? (Does Mobile IP support both endpoints moving?) Show the message flow to indicate how it will succeed or fail in this case.

SAMPLE ANSWER

A foreign Agent may broadcast constantly advertisements by agents who have different challenges included. Therefore a mobile node may be using unused challenges for the authentication. For authentication to a foreign agent FA the mobile nodes have to include a new defined extension known as MN-FA challenge extension to tell which challenge is used in its authentication extension. Then some rules are defined to judge if an authentication extension is valid in regard to FA change. The FA challenge is in the registration of request message with AAA authentication extension and mobile foreign authentication extension. When an authenticator is generated it includes the extension then the challenge is authenticated through the foreign authentication extension.

To verify the integrity of a message that has an authentication extension appended, the recipient will compare the value of the authenticator in the extension that is appended to that in storage.

IPv4 is the old version of protocol used for internet. It numeric address is written in 32-bit decimal of four numbers kept apart by a period .This numbers are within the range of zero to 255.For example 0. 0 .0 .0 to 255 .255. 255. 255.While IPv6 is newer version of internet protocol with a 128-bit numeric addresses which are written in hexadecimal.

The micro mobility is a term that means the mobile node’s movements are inside a network. While in contrast, the macro mobility means that there is  movement between different sub networks.

WiMAX produces products that are used by wireless metropolitan networks (WMANs). while products made of Wi-Fi are built to be used in wireless Local Area network ( WLANs).

As MN leaves the address number 1it has to notify MN other network of the roaming and tells it to take care of its address.

It is false that before 802.11 stations transmits a data frame it first must send an Rts frame and a corresponding CTS frame.

The switch contains an entry in the switch forwarding table it connects the wireless station with the earlier AP. Then the new AP creates wireless frame station’s MAC and broadcasts the frames this frame will be received by another switch then the switch updates the forwarding table then the frame is forwarded to the wireless station through the new AP.

The Aps will have varying SSIDs and MAC addresses. A wireless station arriving to the café will associate with one of the SSIDs in one of the APs. After the connection their important link connecting the station. Taking the two Aps to be 1AP and 2AP the new station connects with 1AP then sends a frame when 2AP receives the frame it will not be able  to processes the reason being that it is not addressed to it  therefore the internet service providers can transmit at the same time in parallel otherwise their  the two ISPs have the ability to work in parallel on  the same channel. Moreover the two ISPs will be using the same wireless bandwidth. If wireless stations in different ISPs transmit at the same time, there will be a collision. For 802.11b, the maximum total transmission rate when it comes to both ISPs   11MBPs.

Dynamics is a program that is developed in TKK then it is implemented in the hierarchical IP. From that we can deduce that their can exist a hierarchy of FA in the midst of HA and MN. This hierarchy is in a treelike structure. The FA in the lowest level communicates with the MN. The main aim of the hierarchy is to allow Mobile IP scale well quickly to give better HO. MN doesn’t always have to register to a HA, but while moving within the FA hierarchy the tunneling can be changed internally without concerning the HA which can be located on the other side of the world and the connections can be much faster in across  the FA.

 

The exchange protocol is internetwork Packet Exchange (IPX) operates at as a network layer protocol it is found inside the IPX/SPX protocol suite. IPX is an easy configuration of the client computers

Mobile IP entities

Mobile Node (MN)–this is a program that moves the point of attachment to different networks.

Home Agent (HA)–keeps the current location information for the mobile node. This is a router on a mobile node’s home network that dissects data destined through the mobile node; they are later delivered through the care-of address.

Foreign Agent (FA)–Router on a mobile node’s sojourned network, it gives routing services to the mobile node  while the mobile node is registered.

Steps in handing over from one agent to another is

  • Scanning the medium decide
  • the base station
  • decide on one of them
  • reroute data inside the infrastructure network
  • release resources with the old base station. .

In TCP packets are prone to loss while it is implemented on a wireless network due to congestion and in mobile networks when TCP packets are lost due to disconnection, handoffs and high bit error rates.

Snoop has a duty of reducing the retransmission rate regardless of transmission error.rors, and a delivery that is out-of-order on the wireless link. The problem snoop is when the MH is the sending TCP is that it will not retransmit for safe delivery. One of the solutions is to ensure that MH is the receiving TCP.

ACK has the ability to be to bring up greater delay as it associates with other application and arrangement. If algorithm in use is Nagle’s algorithm you send a third party, the data will be arranged  by the sender up to when an ACK is received. In case the sender will not send enough packets to fill a segment size the transfer will be at a stand still until when the ACK delay timeout.

It can happen that Two mobile have  the same care-of –address in the same Foreign agent. This is because when it happens that the care-of-address is the address of the visited network, then the addresses will happen to be equal. Once the visited network opens the received datagram and decides  the address of the mobile and then separates addresses that will have to be in use when sending the packets differently and separately across mobiles in a Foreign Agent.

When a Mobile user is received by a Foreign Network and links to the network, the Mobile Node gets an IP addresses. Then the Mobile Node is started to run a Registration Protocol. Registration Protocol is used hierarchically and the tunnel is brought forth through the Foreign Agent hierarchy following specific procedure. Each  Foreign Agent on the way can check for a tunnel for the specified Mobile node , This will enable  them to produce  local tunnel updates to give new  registration, the protocol  goes up to the Home Node which then confirms the tunnel creation. Tunnels are created in a descending order  after the MN has been accepted properly by the HA. The lifetime of the tunnel is decided upon during registration by the Mobility Agents .To keep the tunnel open keep Alive protocol is used. The messages includes A foreign Agent may broadcast constantly advertisements by agents who have different challenges included. Therefore a mobile node may be using unused challenges for the authentication. For authentication to a foreign agent FA the MN have to include a new defined extension known as MN-FA challenge extension to tell which challenge is used in its authentication extension. Then some rules are defined to judge if an authentication extension is valid in regard to FA change. The FA challenge is in the registration of request message with AAA authentication extension and mobile foreign authentication extension. When an authenticator is generated it includes the extension then the challenge is authenticated through the foreign authentication extension. Then CN send a confirmation message.

Even when the CN moves to another network they will still communicate since it will be registered on the foreign network with the same Care Address but the messages will be routed to the new network following the same sequence.

References

Oracle, (2015).Retrieved 21 June 2015, from http://docs.oracle.com/cd/E19455-01/806-7600/6jgfbep0v/index.htm

Tml, (2015) Retrieved 21 June 2015, from http://www.tml.tkk.fi/Studies/Tik-110.350/2000/Homework’s/assignment_10_model.html

Books. Google, (2015). Mobile IP Technologies and Applications. Retrieved 18 June 2015, from             https://books.google.co.ke

Books.google,(2015). Communication System Security. Retrieved 18 June 2015, from             https://books.google.co.ke

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Prophylactic antibiotic timing and SSIs incidences

Prophylactic antibiotic timing and SSIs incidences
Prophylactic antibiotic timing and SSIs incidences

Evidence based research on Prophylactic antibiotic timing and SSIs incidences

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Prophylactic antibiotic timing and SSIs incidences

Part 1: Evidence based research on Prophylactic antibiotic timing and SSIs incidences

Background

According to the national statistics, there are about 5% reports of surgical site infection (SSI) in all surgical processes every year. The study indicates that SSIs accounts about 2% of the mortality; and increases healthcare cost by 10 to 20%. Additionally, it has also been found that it increases hospital stays and increases the medical care costs (Shepard et al., 2013). Evidence based research indicates that about 60% of the SSIs are preventable if there the government implements quality based standards which should be implemented in the inpatient surgery. Therefore, the federal government should explore SSIs epidemiology, clinical consequences and the risk factors involved. This will help in establishing guidelines on the effective strategies such as hand hygiene, sustaining normothermia. This article explores the evidenced based practice that proper timing of prophylactic antibiotics could reduce the incidences of surgical site infection (Rafique, 2012).

Research indicates that SSIs are the second most challenge facing the public health. According to National Nosocomial Infection System, SSIs are infections that arise after operative procedures, within one month after the procedures. The efforts to lower the incidences of SSIs are not new concept. The efforts can be traced to the 19th Century with Lister who pioneered the use of antiseptic incidence in patients in the orthopedic ward. The issue of SSIs is not new in this health care facility (Teija-Kaisa, Eija, Marja, & Outi, 2012). For instance, about of 2% of patients undergoing surgical process in this health care facility reports SSIs. This causes about 5% readmission rates and 3% increase hospitalization days. In fact, it have been found that patients who present SSIs are 5 folds likely to  be readmitted, with 60%of them being more likely  stay in the ICU,  and are two folds  likely to pass away  as compared to those who  have no infection. The financial burden of the disease cannot be overlooked (Regimbeau et al., 2014; Hopper et al., 2015).

Purpose of the study

This study proposes that administering of prophylaxis antibiotics one hour before surgical procedures will lower the SSIs incidences. The study aims at establishing the most effective and best timing for the administration of the prophylactic antibiotic during the surgical procedures. This is because there is limited research on the adherence to the proposed Surgical Care Improvement guidelines; this has failed to prove that timely administration of prophylactic antibiotic reduces the incidence rates of SSIs (Alberta Health Services, 2014).

Evidence based practice

The issue of SSIs and its challenges is global. For instance, A retrospective study conducted using the Veterans affairs data on antibiotic administration timing on patient who were undergoing surgical procedures in the orthopedic, vascular, colorectal, and gynecologic procedures from 2005 to 2009   indicates that timing rate influenced the rate SSIs. Another study was conducted on 1922 patients who were primary care of hip arthroplasty in about 11 hospitals (Center for Healthcare Related Infection Surveillance and Prevention and Tuberculosis Control, 2012). The hip arthroplasty   have been associated high morbidity due to their difficultness to study using the controlled trials. Additionally, the study indicated that the infection rate is generally low and would therefore not indicate significant outcomes. However, several other studies have  indicates a proportional relationship indicating a U curve, with the lowest infection rate being  recorded when the prophylactic  antibiotic was administered  about half an hour before incisions were made; and rates increased as time  before the administration increased. Current US guidelines recommends that the prophylactic should be administered at least 60 to 120 min of incision (Fry, 2013).

Several other studies have demonstrated a good penetration of the tissue as well as excellent concentration of the antibiotics in the tissue when the administration of the antibiotic is done close incision time (Bowler, Welsby, Hogarth, & Towers, 2013).

The current clinical guideline on antimicrobial prophylaxis was developed by Burke. The guideline resulted from an investigation on the rate of inflammatory response on the surgical incision. The analysis found that the prophylactic antibiotic prophylactic process was most effective if the antibiotic was administered within 1 hour before the incision process. The analysis concluded that the bacteria were the most susceptible to the antibiotics, and their susceptibility was determined by the antibiotic timing as well as selection. Another  retrospective study  conducted by  Classen and colleagues  on 3000 patients who were undergoing  surgical procedure indicated that  patients  received antibiotic  one hour before the surgical process reported the lowest rates  of SSIs (Anderson, 2014).

Study conducted by Merollini and colleagues  using structured interviews on  general practitioners, the nurses and physicians in the orthopedic  department  recommended the use of antibiotics within 30min to 1 hour before incision (Diamond, M. (2008). Other systematic review study, which used key words such as SSIs, orthopedic as well as prevention; indicated most studies reported that patients who received   antibiotic prophylaxis would reduce the SSI rates to 1-3% in comparison to 4% without 8% with the control group. Based from this research study, one can therefore suggest that the most effective period to administer prophylaxis antibiotic is within one hour before the healthcare provider initiates the incision process because it reduces the risk of SSIs effectively (Center for Healthcare Related Infection Surveillance and Prevention and Tuberculosis Control, 2012).

Solution description

The proposed is that the healthcare providers in the surgical department will be encouraged to administer prophylactic antibiotic within one hour before the surgical process begins. This is because it will lead to reduction of the microorganism burden by three folds. Additionally, due to the increased residual effects associated with prophylactic antibiotic, the solution proposed will be consistent improved quality of life for patients, and reduced cost of care (Pearse et al., 2014).

However, just like many organization, this strategy could face numerous barriers from the healthcare providers. This is particularly so because the healthcare providers are not willing to change their routine pattern because they feel that they have been applying the same strategy for a long period of time, and would therefore hesitate to adopt the new developments/ change. To start with, the healthcare professionals in the surgical department tend to have low priority of the administration process (Fonseca, C. (2012).

This is attributable to the fact that they the anesthesiologists are more concerned in ensuring that the environment is safe, the right equipment is sterilized and safe. The healthcare professionals are more concerned about healthcare conditions that affect the patient immediately, and tend to ignore the impacts of SSIs because they do not affect the patient immediately. Some of the professionals claim that the administration process is tedious and time consuming thus limiting the administration of medication on time. Additionally, the healthcare facility workflow could limit the proper timing of the antibiotics .In most of the healthcare centers; the insertion of IV is done by the nurses and is time consuming. The healthcare facility process of communication could affect the communication of the new an effective protocols (Jarral, McCormack, Ibrahim, & Shipolini, 2010).

Majority of the health care facility communicate to their staff verbally, this indicates the importance of effective process of exchanging information such as use of automated systems to communicate new systems and to reduce confusions of adminsterring antibiotics in time by the nurses. Lastly, the concept of role perception determines the rate of drug administration, resulting to confusion as each healthcare provider denies that it is his or her responsibility. This causes further delays in the administration of the prophylactic antibiotic (Erb et al., 2014).

Implementation strategies

The first implementation strategy will be to educate the healthcare professionals in the surgical department on the important of using shorter duration for the administration of prophylactic antibiotic. The advantages will be discussed first with by the head of the surgical department with the aim of describing the feasibility of the matter. Secondly, poster concerning the best antibiotic agent and the recommended prophylactic antibiotic administration time will be hung in all vicinities surrounding surgical operation room including the physician room, the scrub sinks, and the operation room. This education is aims at enlightening the healthcare providers at individual level to transform the healthcare provider’s attitudes, behavior, as well as beliefs (Samant & Ramugade, 2014)

The second step will be to establish a multidisciplinary protocol that will be used to influence the healthcare providers on the effective management of SSIs through teamwork and effective communication, which will specify the timing as well as the sequences necessary for the achievement of the responsibility. Lastly, the institutions will implement the antibiotic timing programs, which will involve the integration of systems that will reduce, curtail, and control the process of antibiotic administration program. This will include approaches to measure parameters such as the written orders, computerized support programs among others (Feilmeier, Dayton, Sedberry, & Reimer, 2014).

Expected outcomes

Research associates increased utility of quality care improvements where the management of guidelines is followed reduces variability and miscommunication, which is often associated with increased medication and diagnostic errors. In this context, a successful intervention is one, which will involve identification of a nurse leader to serve and the motivator and change champions. This will require a number of in service refresher course training, use of systems that reminds the nurses on the timing of administration of prophylactic antibiotic and one with specific bench marking of physician. The ultimate expectations of these actions is to improve patients quality of life through  reduced rates of SSIs, reduced hospital stays and overall reduction of the healthcare costs (Johnson Et al., 2013).

Part B: Picot analysis

Research Question:  How effective is prophylactic antibiotic administration timing effective in the reduction of Surgical Sites Infections Incidences (SSIs)?
Type of patient/Problem Intervention Comparison intervention Outcome
Patient in surgical Wards Close administration of antibiotics (within one hour) before incision  Compared to delayed administration  of antibiotics  Reduced incidences of SSIs

Reduced readmission rates

Reduced mortality and reduced length of hospital stays
Key word:

Colorectal patients, orthopedic,  hip arthroplasty patients

Surgical site infection

 Key Word Prophylactic antibiotics,

Administration rate within one hour

Antibiotic

Surgical site infection

 Key Word:

Prophylactic antibiotics,

Administration rate within one hour

Health care quality

 Key Word:

Hospital stays

Readmission rates

SSIs mortality

Practice guidelines

 

Search History

Literature search was done in three main databases using the University online database. The database included CINAHL, Proquest, and EBSCOhost. The key word used to  run the search included ; Colorectal patients, orthopedic,  hip arthroplasty patients, Surgical site infection, Prophylactic antibiotics, Administration rate within one hour, Antibiotic, Surgical site infection, Prophylactic antibiotics, Administration rate within one hour, Health care quality, Hospital stays, Readmission rates, SSIs mortality, Practice guidelines

From these key words, approximately 534 articles were generated. The articles were narrowed down using filter methods such as publication year. The articles chose were supposed to from 2010, to avoid generating outdated information. From these, the articles were narrowed down to 235, and when Key words “SSIs” and “prophylactic antibiotics” were applied, the articles were narrowed down to 45 articles. Out of these articles, 17 articles were chosen to compile the work based on the relevance of the abstract and the year of the publication.

Example

Hooper, T.D., Hibbert P.D., Hannaford, N.A, Jackson, N., Hindmarsh, D.M., Gordon, D.L., Coiera, E.C., Runciman, W.B.(2015). Surgical site infection—a population-based study in Australian adults measuring the compliance with and correct timing of appropriate antibiotic prophylaxis. Anesthesia and intensive care 43 (4); 461- 469

P- The population being studied by this article is the Australian Adults who are undergoing operative procedures. The problem being investigated is the rate of SSIs to evaluate the infection rates with and without correct timing of prophylactic antibiotic administration

  • The intervention suggested by this article is that proper timing of the administration of the prophylactic antibiotic reduces the incidences of SSIs considerably.

C- The study compares health outcomes of patients  who experienced proper timing of the administration of the drugs with those who had delayed administration of the drug.

O- The outcome evaluated is the rate of adherence to proper timing, reduced health care costs and overall improve quality of life for patient.

T- Not applicable

Reference list.

Alberta Health Services. (2014). Best Practice Guideline for the Selection, Handling, Application, Use and Storage of Patient Skin Antiseptic Products for Invasive Procedures Outside of the Operating Room. Retrieved May 31, 2015 from http://www.albertahealthservices.ca/hp/if-hp-ipc-bpg-skin-antiseptic-products.pdf

Anderson, D. (2014). Prevention of Surgical Site Infection: Beyond SCIP. AORN Journal, 99(2), 315-319. doi:10.1016/j.aorn.2013.11.007

Bowler, P., Welsby, S., Hogarth, A., & Towers, V. (2013). Topical antimicrobial protection of postoperative surgical sites at risk of infection with Propionibacterium acnes: an in-vitro study. Journal Of Hospital Infection, 83(3), 232-237. doi:10.1016/j.jhin.2012.11.018

Center for Healthcare Related Infection Surveillance and Prevention and Tuberculosis Control. (2012). Guideline: Surgical Skin Disinfection. Queensland Government. Retrieved May 31, 2015 from http://www.health.qld.gov.au/chrisp/ic_guidelines/documents/Guideline_CHRISP_01.pdf

Diamond, M. (2008). Postsurgical Adhesions. Seminars In Reproductive Medicine, 26(04), 287-288. doi:10.1055/s-0028-1082386

Erb, S., Sidler, J., Elzi, L., Gurke, L., Battegay, M., Widmer, A., & Weisser, M. (2014). Surgical and Antimicrobial Treatment of Prosthetic Vascular Graft Infections at Different Surgical Sites: A Retrospective Study of Treatment Outcomes. Plos ONE, 9(11), e112947. doi:10.1371/journal.pone.0112947

Feilmeier, M., Dayton, P., Sedberry, S., & Reimer, R. (2014). Incidence of Surgical Site Infection in the Foot and Ankle with Early Exposure and Showering of Surgical Sites: A Prospective Observation. The Journal Of Foot And Ankle Surgery, 53(2), 173-175. doi:10.1053/j.jfas.2013.12.021

Fonseca, C. (2012). Nursing Care Indicators to Nursing Homes. Journal Of Nursing & Care, 01(03). doi:10.4172/2167-1168.1000107

Fry, D. (2013). Use of surgical-site infection rates to rank hospital performance across several types of surgery ( Br J Surg 2013; 100: 628-637). British Journal Of Surgery, 100(5), 637-637. doi:10.1002/bjs.9040

Jarral, O. A., McCormack, D. A., Ibrahim, S., & Shipolini, A. R. (2010). Should surgeons scrub with chlorhexidine or iodine prior to surgery? Oxford Journals, 12 (6), 1017-1021. doi: 10.1510/icvts.2010.259796

Johnson, A., Zywiel, M., Jones, L., Delanois, R., Stroh, D., & Mont, M. (2013). Reduced re-infection rates with postoperative oral antibiotics after two-stage revision hip arthroplasty. BMC Musculoskeletal Disorders, 14(1), 123. doi:10.1186/1471-2474-14-123

Pearse, R., Harrison, D., MacDonald, N., Gillies, M., Blunt, M., & Ackland, G. et al. (2014). Effect of a Perioperative, Cardiac Output–Guided Hemodynamic Therapy Algorithm on Outcomes Following Major Gastrointestinal Surgery. JAMA, 311(21), 2181. doi:10.1001/jama.2014.5305

Rafique, H. (2012). A retrospective case series study of a single centre’s experience of surgical site infection following purse-string closure versus linear closure of ileostomy sites. International Journal Of Surgery, 10(8), S26-S27. doi:10.1016/j.ijsu.2012.06.141

Regimbeau, J., Fuks, D., Pautrat, K., Mauvais, F., Haccart, V., & Msika, S. et al. (2014). Effect of Postoperative Antibiotic Administration on Postoperative Infection Following Cholecystectomy for Acute Calculous Cholecystitis. JAMA, 312(2), 145. doi:10.1001/jama.2014.7586

Samant, P., & Ramugade, S. (2014). Successful use of intravitreal and systemic colistin in treating multidrug resistant Pseudomonas aeruginosa post-operative endophthalmitis. Indian J Ophthalmol, 62(12), 1167. doi:10.4103/0301-4738.126991

Shepard, J., Ward, W., Milstone, A., Carlson, T., Frederick, J., Hadhazy, E., & Perl, T. (2013). Financial Impact of Surgical Site Infections on Hospitals. JAMA Surgery, 148(10), 907. doi:10.1001/jamasurg.2013.2246

Teija-Kaisa, A., Eija, M., Marja, S., & Outi, L. (2012). Risk factors for surgical site infection in breast surgery. J Clin Nurs, 22(7-8), 948-957. doi:10.1111/jocn.12009

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Human resource management Research Proposal

Human resource management Research Proposal
Human resource management Research Proposal

Human resource management Research Proposal

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SAMPLE ANSWER

Human resource management Research Proposal

Research Proposal

Nature of the project

In the Final Project, various techniques and concepts are applied to the development of a detailed proposal for a performance management system (PMS) for one particular organization. The selected organization for this project is Walmart. This company is arguably one of the largest retailers worldwide having in excess of 2 million workforce, 8,498 stores in 16 nations under various names. Every week, more than 100 million shoppers shop at Walmart’s establishments in different parts of the world (Wal-Mart Stores, Inc 2014). This multi-national corporation is a highly successful firm partly due to its performance management system which enhances the competitive strategy of the company.

Nonetheless, the problem with Walmart’s performance management system is that aligning the performance management system with the company’s competitive strategy is not adequate (Bhave & Brutus 2011). Moreover, for a performance management system to be very good and effective, it also has to be aligned with the company’s internal Human Resources practices such as compensation systems as well as training and development. When both internal Human Resources alignment and external competitive strategy alignment are attained, then the performance management system could actually maximize its potential. Therefore, the problem or opportunity that is to be investigated is how to improve the performance management of Walmart.

Sources of information to use: examination of literature

For this project, the sources used would be obtained from scholarly online databases. These databases, which include JSTOR, EBSCOhost, ScienceDirect, Emerald Journals, SAGE journals online, and ProQuest have a good reputation for having high-quality articles on a wide range of subjects and topics. All the sources of information used are not more than 5 years old; hence, they are recent and relevant for the project.

Pulakos (2010) noted that performance management systems including employee performance assessment and employee development are fundamental to human resources (HR) management. In lots of organizations, performance management systems are faulty and have flaws, with managers and members of staff regularly complaining about their ineffectiveness. A survey carried out by Watson Wyatt revealed that just 3 in 10 members of staff are in agreement that the performance management system of their company is actually helpful in improving performance (Pulakos 2010). In addition, fewer than 40% of members of staff reported that their performance management systems produced sincere and candid feedback, defined clear performance goals, or made use of technology in streamlining the process (Pulakos 2010). Even though these results evidently show that many organizations might be having performance management systems that are poorly designed, it is usually not badly developed processes and tools which bring about complexities with performance management. Instead, complexities regularly occur because performance management is essentially a very personal and usually frightening process for staffs and managers alike.

Managers are disinclined in providing honest feedback and are hesitant to have candid discussions with members of staff because they fear reprisal or they fear to damage the relationships with the very people they count on to get work carried out (Jirjahn & Poutsma 2013). Staff members feel that their managers are not effective at training them on how to develop their skills and they also feel that managers are not skilled at discussing their performance. Many whine that PMSs are too time consuming, bureaucratic and cumbersome for the value added (Tolan 2011). This makes staff members and managers to treat performance management as a necessary evil of work life which needs to be reduced instead of treating it as a vital process which can accomplish important organizational and individual outcomes. Despite the difficulties, performance management is a vital tool for high-performing companies and is in fact a very important responsibility of a manager. Moreover, if it is performed rightly, performance management could lead to many significant outcomes for a company, its staff members, and managers (Kumari & Malhotra 2012).

Important techniques and concepts to be applied

Importance of performance management: the management of staff members in an organization is a crucial factor in ensuring a company’s success. A performance management system that is well-designed would result in significant outcomes for the company in terms of satisfaction of employees and attainment of organizational objectives and strategies. A continuous and ongoing process of measuring and assessing performance of staff members is necessary as a starting point for bringing about improvements in productivity and bringing the goals of employees into line with the company’s strategic goals (Tolan 2011).

Integration of performance management with other HR activities: staff members are an organization’s most significant asset and each of the other HR activities and functions are dependent upon performance management for the information and data on which to base decisions and the procedures and incentives needed to carry out improvement strategies. Performance management is an important link between HR management functions and organizational competitiveness (Jirjahn & Poutsma 2013). The performance management process: this concept includes all the steps undertaken to implement a performance management system. The steps are laying the foundations, performance planning, performance implementation, performance appraisal, as well as performance review, renewal, and recontracting.

Relationship of performance management to strategic planning: it is of major importance to link the PMS to the strategic plan of the company as this would ensure that the company’s strategy is followed at all levels of the company. Defining and measuring performance: this concept includes understanding performance, approaches to performance management, measuring outcomes, and measuring behaviour (Pulakos 2010). Designing and implementing a PMS: this concept includes the content and structure of performance appraisal forms, the process of appraisal, preparing to implement, training the raters, as well as testing, monitoring and evaluating the systems.

References

Bhave, DP., & Brutus, S 2011 A macro perspective to micro issues. Industrial and organizational psychology, 4(2): 165-168

Jirjahn, U, & Poutsma, E 2013, ‘The Use of Performance Appraisal Systems: Evidence from Dutch Establishment Data’, Industrial Relations, 52, 4, pp. 801-828, Business Source Complete, EBSCOhost, viewed 26 June 2015.

Kumari, N, & Malhotra, R 2012, ‘Effective Performance Management System For Enhancing Growth’, Global Management Journal, 4, 1/2, pp. 77-85, Business Source Complete, EBSCOhost, viewed 26 June 2015.

Pulakos, ED 2010 Performance management: A roadmap for developing, implementing and evaluating performance management systems. Society for Human Resource Management.

Tolan, M 2011, ‘Developing Performance Appraisal Systems for Academicians’, Proceedings Of The Northeast Business & Economics Association, pp. 474-477, Business Source Complete, EBSCOhost, viewed 26 June 2015.

Wal-Mart Stores, Inc 2014, Wal-Mart Stores, Inc. Marketline Company Profile, pp. 1-41, Business Source Complete, EBSCOhost, viewed 26 June 2015.

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